Project management officers are vital to any business as they can take important decisions that lead to great ideas. While good PMOs are hard to find, great ones are even rarer. However, all good PMOs share certain traits and characteristics that make them an effective and valuable part of the team. Here are six of the best traits you should cultivate to become an effective and profitable project management officer in your organization.
It is critical for project managers to conduct project post-evaluation meetings with their teams. The agenda of such a meeting is focused on factors such as the results, performance and expenditure information available after completion of the project. Prior to conducting a project post-evaluation meeting, project managers must collect relevant project data and develop a concrete meeting agenda. This will allow them to see clearly, the issues that need to be addressed and the ways [...]
Keeping a track of KPIs or Key Performance Indicators is absolutely critical to project management and success. In the absence of a system that tracks KPIs, it is nearly impossible to assess the progress of a project towards the predetermined goals.
Project Portfolio Management facilitates measurement of the impact that project management has on cost, procurement, product quality and human resources at the level of the entire organization.
Do your projects run late from original schedule? Sounds pretty familiar? Tamro chose Thinking Portfolio’s platform for a technical solution. Software has provided benefits we expected and we are already monitoring Portfolio for next 6-8 months onwards and solving issues before they become problems.
We’ve published the True Customer Case Stories of our popular Project Portfolio PPM tool. Download from here!
There is more than a possibility that you use terms like program management and project portfolio management in your daily language. Both of these words are common everyday words and have simple meanings. However, in case of organizational management, a majority of people are unaware when to use such terms. These words hold different meanings for different companies. Even within a company, different stakeholders use these terms differently. It is apparent that confusion abounds when [...]
At Savon Voima, Thinking Portfolio operates as a development portfolio used to manage the company’s strategic programmes and the project contained within it, as well as various types of research and development projects. The development includes programmes such as: Carbon dioxide-free electricity generating systems, a weather-reliant electricity grid, giving definitive form to client relations , 100% self-sufficiency domesticity and zero accidents.
At the South-East Finland University of Applied Sciences (Xamk), all R&D&I activities are managed using the Thinking Portfolio project portfolio referred to as HanSa. HanSa has a key role as a tool for managing R&D&I operations.
The implementation of Lemminkäinen’s Thinking Portfolio was conducted at the end of the year when the application was used for monitoring and prioritising internal development projects for business operations and support functions. The previous version of the application was in use earlier on, but back then there was no great need for a project portfolio that continued to be in active use.
Finnair is an airline network specialised in flying between Europe and Asia along the shorter northern route. Finnair uses Thinking Portfolio’s Project Portfolio, which currently manages its IT projects. There are plans for Thinking Portfolio to become the go-to project management application for all types of projects including procurement, commercial investigation and projects to open new flight routes. The intention of the ongoing Roadshow is to communicate information about the potential of the application for future [...]
All project managers and teams go through challenges in the execution of a project. Here are six common blind spots in project portfolio management that you can avoid: 1. Lack of clarity in defining success measures A common blind spot in the project portfolio management is vaguely-defined measures of success. By communicating the top goals, a project manager brings to light the focus areas for the team/organization/individual. But in the absence of clearly defined expectations, employees [...]
The focus of ‘agile’ project management is consistent improvements, team contribution, greater flexibility, and delivery of necessary quality products. The main methodologies in agile project management include scrum, lean, and extreme programming. Understanding the agile model for project management The waterfall methodology for project management was traditionally used, but it had certain disadvantages. These included extreme dependence on original requirements, limited or no scope of change during the project, possibility of product testing only at [...]
The accurate understanding and anticipation of emerging market needs and lucrative opportunities is the basis for successful New Product Development (NPD) in project portfolio. The project managers and senior leadership in an organization will consistently face challenges with regards to allocation of institutional resources for launching the right products each time. It is critical not to make a mistake when planning a product launch as it could have a devastating impact on the finances and [...]
An organization uses multiple resources for executing projects. These typically include people, equipment, information, materials, time, and money. Most organizations have a limited amount of resources, hence, resource allocation planning is necessary for the effective management and utilization of these scarce resources. Project resource management involves procuring and deploying internal as well as external resources which are needed for delivering a project, portfolio or program. It focuses on priority usage of resources, monitoring resource utilization [...]